If Employees Aren't Growing, Performance Isn't Either

Cathie Leimbach • June 9, 2026

Most leaders want better performance. 


They want employees who take ownership, solve problems, adapt to change, and consistently deliver results. 


Yet Gallup reports that only 31% of employees are engaged at work. That means nearly 7 out of 10 employees are not fully applying their talents, effort, and initiative to their roles. 


The question leaders should be asking isn't simply: 


"Why aren't employees performing?" 


It's: 


"Are we developing people to perform at their best?" 


Gallup's latest research suggests many organizations may be falling behind. Nearly 6 in 10 CHROs say employee development is one of the areas where their organization struggles most. At the same time, fewer than half of U.S. employees have participated in training or education to build new skills for their current job. 


That gap creates risk. 


As AI, technology, customer expectations, and job responsibilities continue to evolve, employees cannot meet changing expectations with outdated skills. 


The impact is especially significant among high performers. Gallup found that organizations providing fewer development opportunities are more likely to lose their best people. 


The good news is that development doesn't require expensive programs or lengthy workshops. 


It starts with leaders who consistently: 

• Connect strengths to daily work
• Clarify expectations
• Provide meaningful feedback 

• Coach performance 

• Hold growth-focused conversations 



One of the most effective ways leaders can support employee development is through regular 1-on-1 meetings with each direct report. These conversations create opportunities to coach, remove obstacles, align priorities, and discuss growth before problems become bigger issues. 


For practical ideas, read our resource: 5 Factors in Successful 1-on-1s. 


Organizations that thrive won't simply expect more from employees. They'll develop people so they can contribute more. 


Because when employees grow, performance grows with them. 

The Workplace Has Changed. Has Your Leadership?

By Cathie Leimbach • July 21, 2026
There was a time when many employees expected to spend most of their careers with one organization. Job security, pensions, and long-term loyalty often kept people in the same company for decades. Today's workforce thinks differently. Millennials and Gen Z expect to build careers—not necessarily with one employer. If they don't see opportunities to learn, grow, contribute, and advance, they'll find them somewhere else. Research consistently shows that younger employees are looking for more than a paycheck. They want managers they trust, meaningful work, opportunities to develop, flexibility when possible, and a workplace where they feel respected, supported, and heard. Gallup reports that 87% of Millennials say professional development is important to their job satisfaction. Combined with growing expectations for work-life balance and a positive workplace culture, it's no surprise that organizations relying primarily on compensation to retain employees continue to struggle with turnover. The encouraging news is that leaders influence most of what keeps people engaged.  Managers who hold meaningful conversations, clarify expectations, recognize contributions, coach for growth, and genuinely care about their employees create workplaces where people want to stay. They build trust, strengthen engagement, and help employees grow, succeed, and see a future with the organization. Today's retention isn't driven by job security or loyalty alone. It's driven by a workplace experience where employees are growing, supported by leaders they trust, and confident their contributions matter. Download our Retention Conversation Guide to discover practical ways to strengthen trust, engagement, and retention—one leadership conversation at a time. Conversation is where leadership happens.

Feedback Isn't a Download. It's a Dialogue.

By Cathie Leimbach • July 14, 2026
Most leaders know they should give feedback. Yet many avoid it. Not because they don't care, but because they worry they'll discourage someone, create conflict, or say the wrong thing. Unfortunately, when feedback is delayed, vague, or avoided, employees don't feel supported—they feel uncertain. Research highlighted in a recent McKinsey Quarterly article found that employees who receive regular, specific feedback are significantly more engaged than those who don't. The problem isn't that employees dislike feedback. They dislike feedback that feels judgmental, unclear, or disconnected from their growth. The strongest leaders understand something important: Feedback isn't a download. It's a dialogue. When leaders approach feedback as an employee development conversation rather than a list of mistakes, people become more open to hearing hard truths and more motivated to improve. Effective feedback communicates two powerful messages at the same time: I respect you. I believe you can grow. That combination changes everything. The best leaders don't simply evaluate past performance; they help employees see future potential. Rather than focusing only on what went wrong, they provide feedforward —guidance on what someone can do to become even more successful. High-performing organizations understand a simple truth: Improvement requires input. The question for leaders isn't whether to give feedback. It's whether our feedback leaves people feeling smaller—or stronger. Feedback doesn't change people. Better conversations do. Download our one-page guide: 5 Practices That Turn Feedback Into Growth Learn five practical ways to make every feedback conversation more productive, more encouraging, and more likely to inspire lasting growth. Conversation is where leadership happens